Selenium
2019-06-02 06:31:00, published in Auckland
If you have any question, you can email me<EMAIL_ADDRESS>It is a big data era today. We use big data to handle anything like AI, Image Identification and machine learning. But, have you guys known where the data comes from? The data may come from web, newspaper, voice. So, i gonna talk about Selenium to get the data from web.
What is Selenium?
Selenium is a complete web application testing system that includes test recording (selenium IDE), writing and running (Selenium Remote Control) and testing parallel processing (Selenium Grid). Selenium’s core Selenium Core is based on JsUnit and is written entirely in JavaScript, so it can be used on any browser that supports JavaScript. Selenium can simulate real browsers, automate testing tools, and support multiple browsers. The crawler is mainly used to solve JavaScript rendering problems.
Here to talk about the more important PhantomJS, PhantomJS is a WebKit-based server-side JavaScript API that supports the Web without browser support. It supports various Web standards quickly and natively: Dom processing, CSS selector, JSON, etc. . PhantomJS can be used for page automation, network monitoring, web page capture, and no interface testing
Declare browser object
Above we know that selenium supports a lot of browsers, but if you want to declare and call the browser you need to:
from selenium import webdriver
browser = webdriver.Chrome()
browser = webdriver.Firefox()
Here are just two examples, of course, other supported browsers can be called this way.
Access page
from selenium import webdriver
browser = webdriver.Chrome()
browser.get("http://www.tradme.co.nz")
print(browser.page_source)
browser.close()
After the above code runs, it will automatically open the Chrome browser, and log in Trademe to print the source code of Trademe homepage, then close the browser.
Find element: Single element lookup
from selenium import webdriver
browser = webdriver.Chrome()
browser.get("http://www.tradme.co.nz")
input_first = browser.find_element_by_id("q")
input_second = browser.find_element_by_css_selector("#q")
input_third = browser.find_element_by_xpath('//*[@id="q"]')
print(input_first)
print(input_second)
print(input_third)
browser.close()
Here is a list of commonly used methods for finding elements:
- find_element_by_name
- find_element_by_id
- find_element_by_xpath
- find_element_by_link_text
- find_element_by_partial_link_text
- find_element_by_tag_name
- find_element_by_class_name
- find_element_by_css_selector
Find element: Multiple element lookup
In fact, the difference between multiple elements lookup and single element lookup is ‘s’ of find_elements. For example, single element is find_element and multiple element is find_elements.
Hope this can be useful for you.


| Class | Description |
|---|---|
| CleanupAllRequest |
Protobuf type
tensorflow.CleanupAllRequest |
| CleanupAllRequest.Builder |
Protobuf type
tensorflow.CleanupAllRequest |
| CleanupAllResponse |
Protobuf type
tensorflow.CleanupAllResponse |
| CleanupAllResponse.Builder |
Protobuf type
tensorflow.CleanupAllResponse |
| CleanupGraphRequest |
Protobuf type
tensorflow.CleanupGraphRequest |
| CleanupGraphRequest.Builder |
Protobuf type
tensorflow.CleanupGraphRequest |
| CleanupGraphResponse |
Protobuf type
tensorflow.CleanupGraphResponse |
| CleanupGraphResponse.Builder |
Protobuf type
tensorflow.CleanupGraphResponse |
| CloseSessionRequest |
Protobuf type
tensorflow.CloseSessionRequest |
| CloseSessionRequest.Builder |
Protobuf type
tensorflow.CloseSessionRequest |
| CloseSessionResponse |
Protobuf type
tensorflow.CloseSessionResponse |
| CloseSessionResponse.Builder |
Protobuf type
tensorflow.CloseSessionResponse |
| ClusterDef |
Defines a TensorFlow cluster as a set of jobs.
|
| ClusterDef.Builder |
Defines a TensorFlow cluster as a set of jobs.
|
| ClusterProtos | |
| CompleteGroupRequest |
Supplies one or more device names as members of the group identified by
group_key.
|
| CompleteGroupRequest.Builder |
Supplies one or more device names as members of the group identified by
group_key.
|
| CompleteGroupResponse |
Gives the complete membership of the group identified by group_key.
|
| CompleteGroupResponse.Builder |
Gives the complete membership of the group identified by group_key.
|
| CompleteInstanceRequest |
Supplies data about one collective op belonging to the instance identified
by instance_key.
|
| CompleteInstanceRequest.Builder |
Supplies data about one collective op belonging to the instance identified
by instance_key.
|
| CompleteInstanceResponse |
Confirms that every op in the instance has consistently declared itself.
|
| CompleteInstanceResponse.Builder |
Confirms that every op in the instance has consistently declared itself.
|
| CreateSessionRequest |
Protobuf type
tensorflow.CreateSessionRequest |
| CreateSessionRequest.Builder |
Protobuf type
tensorflow.CreateSessionRequest |
| CreateSessionResponse |
Protobuf type
tensorflow.CreateSessionResponse |
| CreateSessionResponse.Builder |
Protobuf type
tensorflow.CreateSessionResponse |
| CreateWorkerSessionRequest |
Protobuf type
tensorflow.CreateWorkerSessionRequest |
| CreateWorkerSessionRequest.Builder |
Protobuf type
tensorflow.CreateWorkerSessionRequest |
| CreateWorkerSessionResponse |
Protobuf type
tensorflow.CreateWorkerSessionResponse |
| CreateWorkerSessionResponse.Builder |
Protobuf type
tensorflow.CreateWorkerSessionResponse |
| DeleteWorkerSessionRequest |
Protobuf type
tensorflow.DeleteWorkerSessionRequest |
| DeleteWorkerSessionRequest.Builder |
Protobuf type
tensorflow.DeleteWorkerSessionRequest |
| DeleteWorkerSessionResponse |
Protobuf type
tensorflow.DeleteWorkerSessionResponse |
| DeleteWorkerSessionResponse.Builder |
Protobuf type
tensorflow.DeleteWorkerSessionResponse |
| DeregisterGraphRequest |
Protobuf type
tensorflow.DeregisterGraphRequest |
| DeregisterGraphRequest.Builder |
Protobuf type
tensorflow.DeregisterGraphRequest |
| DeregisterGraphResponse |
TODO(mrry): Optionally add summary stats for the graph.
|
| DeregisterGraphResponse.Builder |
TODO(mrry): Optionally add summary stats for the graph.
|
| DistributedRuntimeProtos | |
| ExecutorOpts |
Options specific to the execution of a single step.
|
| ExecutorOpts.Builder |
Options specific to the execution of a single step.
|
| ExtendSessionRequest |
Protobuf type
tensorflow.ExtendSessionRequest |
| ExtendSessionRequest.Builder |
Protobuf type
tensorflow.ExtendSessionRequest |
| ExtendSessionResponse |
TODO(mrry): Return something about the operation?
|
| ExtendSessionResponse.Builder |
TODO(mrry): Return something about the operation?
|
| GetStatusRequest |
Protobuf type
tensorflow.GetStatusRequest |
| GetStatusRequest.Builder |
Protobuf type
tensorflow.GetStatusRequest |
| GetStatusResponse |
Protobuf type
tensorflow.GetStatusResponse |
| GetStatusResponse.Builder |
Protobuf type
tensorflow.GetStatusResponse |
| GetStepSequenceRequest |
Request for next agreed-upon step_id for the specified graph_keys.
|
| GetStepSequenceRequest.Builder |
Request for next agreed-upon step_id for the specified graph_keys.
|
| GetStepSequenceResponse |
Next valid step_ids for one or more graph_keys.
|
| GetStepSequenceResponse.Builder |
Next valid step_ids for one or more graph_keys.
|
| JobDef |
Defines a single job in a TensorFlow cluster.
|
| JobDef.Builder |
Defines a single job in a TensorFlow cluster.
|
| LabeledStepStats |
Protobuf type
tensorflow.LabeledStepStats |
| LabeledStepStats.Builder |
Protobuf type
tensorflow.LabeledStepStats |
| ListDevicesRequest |
Protobuf type
tensorflow.ListDevicesRequest |
| ListDevicesRequest.Builder |
Protobuf type
tensorflow.ListDevicesRequest |
| ListDevicesResponse |
Protobuf type
tensorflow.ListDevicesResponse |
| ListDevicesResponse.Builder |
Protobuf type
tensorflow.ListDevicesResponse |
| LoggingRequest |
Out-of-band request to begin or end logging, or
to retrieve logs for particular steps.
|
| LoggingRequest.Builder |
Out-of-band request to begin or end logging, or
to retrieve logs for particular steps.
|
| LoggingResponse |
Protobuf type
tensorflow.LoggingResponse |
| LoggingResponse.Builder |
Protobuf type
tensorflow.LoggingResponse |
| MakeCallableRequest |
Protobuf type
tensorflow.MakeCallableRequest |
| MakeCallableRequest.Builder |
Protobuf type
tensorflow.MakeCallableRequest |
| MakeCallableResponse |
Protobuf type
tensorflow.MakeCallableResponse |
| MakeCallableResponse.Builder |
Protobuf type
tensorflow.MakeCallableResponse |
| MasterServiceProtos | |
| PartialRunSetupRequest |
Protobuf type
tensorflow.PartialRunSetupRequest |
| PartialRunSetupRequest.Builder |
Protobuf type
tensorflow.PartialRunSetupRequest |
| PartialRunSetupResponse |
Protobuf type
tensorflow.PartialRunSetupResponse |
| PartialRunSetupResponse.Builder |
Protobuf type
tensorflow.PartialRunSetupResponse |
| RecvBufRequest |
Use of the fields below may vary by implementation.
|
| RecvBufRequest.Builder |
Use of the fields below may vary by implementation.
|
| RecvBufResponse |
Use of the fields below may vary by implementation.
|
| RecvBufResponse.Builder |
Use of the fields below may vary by implementation.
|
| RecvTensorRequest |
Protobuf type
tensorflow.RecvTensorRequest |
| RecvTensorRequest.Builder |
Protobuf type
tensorflow.RecvTensorRequest |
| RecvTensorResponse |
Protobuf type
tensorflow.RecvTensorResponse |
| RecvTensorResponse.Builder |
Protobuf type
tensorflow.RecvTensorResponse |
| RegisterGraphRequest |
Protobuf type
tensorflow.RegisterGraphRequest |
| RegisterGraphRequest.Builder |
Protobuf type
tensorflow.RegisterGraphRequest |
| RegisterGraphResponse |
Protobuf type
tensorflow.RegisterGraphResponse |
| RegisterGraphResponse.Builder |
Protobuf type
tensorflow.RegisterGraphResponse |
| ReleaseCallableRequest |
Protobuf type
tensorflow.ReleaseCallableRequest |
| ReleaseCallableRequest.Builder |
Protobuf type
tensorflow.ReleaseCallableRequest |
| ReleaseCallableResponse |
Protobuf type
tensorflow.ReleaseCallableResponse |
| ReleaseCallableResponse.Builder |
Protobuf type
tensorflow.ReleaseCallableResponse |
| ResetRequest |
Reset() allows misbehaving or slow sessions to be aborted and closed, and
causes their resources eventually to be released.
|
| ResetRequest.Builder |
Reset() allows misbehaving or slow sessions to be aborted and closed, and
causes their resources eventually to be released.
|
| ResetResponse |
Protobuf type
tensorflow.ResetResponse |
| ResetResponse.Builder |
Protobuf type
tensorflow.ResetResponse |
| RunCallableRequest |
Protobuf type
tensorflow.RunCallableRequest |
| RunCallableRequest.Builder |
Protobuf type
tensorflow.RunCallableRequest |
| RunCallableResponse |
Protobuf type
tensorflow.RunCallableResponse |
| RunCallableResponse.Builder |
Protobuf type
tensorflow.RunCallableResponse |
| RunGraphRequest |
Protobuf type
tensorflow.RunGraphRequest |
| RunGraphRequest.Builder |
Protobuf type
tensorflow.RunGraphRequest |
| RunGraphResponse |
Protobuf type
tensorflow.RunGraphResponse |
| RunGraphResponse.Builder |
Protobuf type
tensorflow.RunGraphResponse |
| RunStepRequest |
Protobuf type
tensorflow.RunStepRequest |
| RunStepRequest.Builder |
Protobuf type
tensorflow.RunStepRequest |
| RunStepResponse |
Protobuf type
tensorflow.RunStepResponse |
| RunStepResponse.Builder |
Protobuf type
tensorflow.RunStepResponse |
| ServerDef |
Defines the configuration of a single TensorFlow server.
|
| ServerDef.Builder |
Defines the configuration of a single TensorFlow server.
|
| ServerProtos | |
| StepSequence |
Protobuf type
tensorflow.StepSequence |
| StepSequence.Builder |
Protobuf type
tensorflow.StepSequence |
| TraceOpts |
Protobuf type
tensorflow.TraceOpts |
| TraceOpts.Builder |
Protobuf type
tensorflow.TraceOpts |
| TracingRequest |
Out-of-band request to configure distributed tracing.
|
| TracingRequest.Builder |
Out-of-band request to configure distributed tracing.
|
| TracingResponse |
Protobuf type
tensorflow.TracingResponse |
| TracingResponse.Builder |
Protobuf type
tensorflow.TracingResponse |
| WorkerProtos | |
| WorkerServiceProtos |
Copyright © 2020. All rights reserved.


Taseko Mines: Waiting For Financing News About Florence Copper
by Elephant AnalyticsSummary
- Gibraltar's results look fairly predictable at the moment, and it provides mediocre results at 2.65 USD copper.
- Florence Copper's margins are much better at that copper price despite some cost inflation.
- News on financing Florence Copper may come in early 2020.
We are in a bit of a holding pattern now with regards to Taseko Mines (TGB), as we wait to find out more about its plans to finance Florence Copper. Gibraltar's results are fairly mediocre at $2.65 copper, but Florence Copper would have much better margins at that copper price. Getting Florence Copper financed at a reasonable price appears to be the biggest potential catalyst for Taseko's stock (other than a major jump in copper prices).
Gibraltar's Results
It appears that Taseko's results from Gibraltar over the next couple years will be fairly similar to its current results. It mentioned that the copper head grade should be around 0.25% or 0.26%. This would translate into approximately 135 million pounds of copper production per year (100% basis).
The cost per ton milled (including capitalized stripping) crept up a bit again in Q3 2019 to 12.36 CAD. Taseko has noted that costs (such as labor and taxes among various items) tend to creep up over time and discussed a plan to invest 12 million CAD over the next year to year and a half that would help reduce its cost per ton milled by approximately 0.45 CAD per ton.
| CAD | Q2 2018 | Q3 2018 | Q4 2018 | Q1 2019 | Q2 2019 | Q3 2019 |
| Per Ton Milled | $11.68 | $11.87 | $12.69 | $12.45 | $11.86 | $12.36 |
That would be a pretty quick payback period (of around a year) and may help reduce its costs back down to around 12 CAD per ton milled at least temporarily.
Gibraltar's total operating costs (C1) may then end up at around 2.10 USD to 2.15 USD per pound, including the impact of capitalized stripping.
This would translate into close to 35 million USD EBITDAX (with capitalized stripping treated as an expense) for Taseko based on current copper prices of around 2.64 USD per pound.
Florence Copper Financing
Taseko indicated that it is seriously considering selling a minority stake in Florence Copper to help fund the project. It is also continuing to look at options such as streaming deals and taking on more bank debt and may have something in place by early next year.
As part of its London listing process, Taseko has put up a prospectus with updated info about Florence Copper. The estimated initial capital costs have gone up from 204 million USD to 227 million USD. Taseko currently expects to have around 55 million USD in the bank at the end of the year, and at current copper prices, it only produces modestly positive cash flow, so it will have to find financing to cover the rest of the costs.
Operating costs have also gone up slightly to 1.13 USD per pound of copper produced. This doesn't include sustaining capital costs (which brings the average total cost up to around 1.62 USD per pound of copper produced), but even with that Florence Copper should still be delivering fine returns at current copper prices.
Source: Taseko Mines
One thing to note is that the latest economic analysis uses a copper price of 3.10 USD per pound to get to the after-tax NPV of 667 million USD (8% discount rate). Using a copper price of 2.64 USD per pound instead would bring this down to around 437 million USD. That would be a fairly conservative long-term copper price though, and economic assessment also uses a conservative 65% recovery rate. Taseko believes it can achieve a 70% recovery rate, which would add around 123 million USD to after-tax NPV at 3.10 USD per pound copper. A combination of 70% recovery rate and 2.64 USD copper would probably result in after-tax NPV somewhere near 520 million USD.
Conclusion
With copper prices languishing at levels that are fairly mediocre for Gibraltar, getting Florence Copper financed at a reasonable cost will be an important catalyst for Taseko. This will give Taseko an asset that should generate solid margins even with 2.50 or 2.60 USD copper prices. Even at $2.50 copper, Florence Copper's NPV appears to be more than Taseko's current enterprise value.
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Disclosure: I am/we are long TGB. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.


Anne of Green Gables
by Lucy Maude Montgomery
Anne of Green Gables is a coming-of-age novel about Anne Shirley, the Cuthbert's, and the community of Avonlea on Prince Edward Island.
Source: Montgomery, L.M. (1908) Anne of Green Gables London, England: L.C. Page and Co.
- Chapter 1: Mrs. Rachel Lynde is Surprised
- Mrs. Rachel Lynde receives word of a new addition to the Cuthbert home.
- Chapter 2: Matthew Cuthbert is Surprised
- Matthew Cuthbert finds a mistake has been made at the orphanage.
- Chapter 3: Marilla Cuthbert is Surprised
- Marilla voices her surprise at the arrival of Anne. Anne spends her first night at the Cuthbert house.
- Chapter 4: Morning at Green Gables
- Anne wakes to her first day at the Cuthbert house. Matthew devises a plan to allow Anne to stay.
- Chapter 5: Anne's History
- Anne tells Marilla how she came to be at the orphanage. Anne begins to have a change of heart.
- Chapter 6: Marilla Makes Up Her Mind
- A proposition is offered to Marilla by Mrs. Spencer.
- Chapter 7: Anne Says Her Prayers
- Marilla begins her upbringing of Anne.
- Chapter 8: Anne's Bring-up is Begun
- Marilla gives Anne some pleasant news.
- Chapter 9: Mrs. Rachel Lynde Is Properly Horrified
- Mrs. Rachel Lynde is introduced to Anne. Marilla empathizes with Anne.
- Chapter 10: Anne's Apology
- Matthew convinces Anne to change her mind. Marilla starts to develop a motherly affection for Anne.
- Chapter 11: Anne's Impressions of Sunday-School
- Anne is not impressed with the service at Sunday-school.
- Chapter 12: A Solemn Vow and Promise
- Anne and Diane Berry become fast friends. Marilla is impressed by Anne's generosity.
- Chapter 13: The Delights of Anticipation
- Anne is anxious to attend the church picnic.
- Chapter 14: Anne's Confession
- Anne is punished after Marilla's broach goes missing
- Chapter 15: A Tempest in the School Teapot
- Anne quickly adjusts to school but finds it unbearable once Gilbert Blythe shows up.
- Chapter 16: Diana Is Invited to Tea with Tragic Results
- Anne invites Diana to tea. An innocent mistake leads to a harsh sentence.
- Chapter 17: A New Interest in Life
- Longing to see Diana, Anne returns to school.
- Chapter 18: Anne to the Rescue
- Anne comes to the aid of the Barry family.
- Chapter 19: A Concert a Catastrophe and a Confession
- Anne and Diana's unexpected encounter with Josephine Barry leads to an unusual arrangement.
- Chapter 20: A Good Imagination Gone Wrong
- Anne's imagination becomes a nuisance to Marilla.
- Chapter 21: A new Departure in Flavorings
- The new minister and his wife have dinner at the Cuthbert house. A nervous Anne assists in the kitchen.
- Chapter 22: Anne is Invited Out to Tea
- Anne is invited to tea by Mrs. Allan. Avonlea awaits the arrival of a new teacher.
- Chapter 23: Anne Comes to Grief in an Affair of Honor
- Anne's defense of her honor ends in injury. The new teacher arrives.
- Chapter 24: Miss Stacy and Her Pupils Get Up a Concert
- Mrs. Rachel and Marilla question Miss Stacy's teaching methods.
- Chapter 25: Matthew Insists on Puffed Sleeves
- Matthew summons his courage to update Anne's wardrobe. Anne receives a gift from Diana's aunt.
- Chapter 26: The Story Club Is Formed
- In an attempt to help improve Diana's imagination, The Story Club is formed.
- Chapter 27: Vanity and Vexation of Spirit
- Anne attempts to change her hair color, causing less than desirable results.
- Chapter 28: An Unfortunate Lily Maid
- The reenactment of a piece of poetry results in a near disaster. Gilbert Blythe shows up just in time, but he is still not forgiven by Anne.
- Chapter 29: An Epoch in Anne's Life
- Anne's visit to Aunt Josephine's house gives her a new perspective on city-life and wealth.
- Chapter 30: The Queens Class Is Organized
- Anne is given the opportunity to prepare for the Queen's Academy exam. Matthew's health is cause for concern. Marilla continues to be impressed by Anne.
- Chapter 31: Where the Brook and River Meet
- Anne returns to her last year of school in Avonlea. Marilla begins to miss the younger, more imaginative Anne as her departure from Avonlea comes closer.
- Chapter 32: The Pass List Is Out
- The Avonlea Scholars take the exam.
- Chapter 33: The Hotel Concert
- Anne overcomes her stage fright to give a recital at a local upscale hotel.
- Chapter 34: A Queen's Girl
- Anne departs for Queen's Academy, taking comfort in the few familiar faces there.
- Chapter 35: The Winter at Queen's
- Anne's feelings regarding Gilbert start to change. The students prepare for exams as Anne admires the natural beauty of Queen's Academy.
- Chapter 36: The Glory and the Dream
- Exam results are posted, bringing positive news to Anne. The Cuthbert's continuing health problems concern Anne.
- Chapter 37: The Reaper Whose Name Is Death
- Bad news from the bank affects leaves a void in the Cuthbert house. Marilla tells Anne about her relationship with Mr. Blythe.
- Chapter 38: The Bend in the Road
- Anne makes declines an education opportunity in order to save Green Gables. Gilbert and Anne finally become friends.


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2. Find and import products to your store.
3. Fulfill your orders with StackFeed.
4. Grow your business.


Apple Features Gilt Push Notifications in Today's Safari Mavericks Launch
Earlier today, Apple’s Craig Federighi presented a demo of Safari’s new push notification system that featured the implementation we put together at www.gilt.com/sale/women. You can watch the special event online here (catch the Gilt references at the 18:30 mark), or you can glance at the screenshots below.
The Mavericks operating system will allow us to send members push notifications to their desktops/laptops on Safari. Like our iPhone/iPad push notifications, this is a great way for us to communicate time-sensitive information to our members about the moment sales start and wait list item availability. And with the iCloud Keychain functionality, members’ usernames, passwords and credit card info will be synched up across their devices and stored securely in iCloud for even faster and easier check-out than before.
When you navigate to www.gilt.com/sale/women on Safari Mavericks, you will see a prompt at the top of the page that asks you if you’d like to turn on push messaging:
After you subscribe, you’ll receive messages from Gilt whenever we have something urgent to tell you. This is what Craig saw during his demo:
If you click on the message, you will be taken to the relevant Gilt page:
And once you decide to buy that tent, Mavericks will sync your login information across all of your devices:
And when you get to the checkout screen, Mavericks will also help you manage your credit card information:
We’d like to thank Apple for featuring Gilt during its demo, and all of the Gilt team members who helped get this ready for Apple’s presentation. Although it’s only been a few hours since the launch of this new feature, quite a few people have already signed up. And because Mavericks is now free (!), why not download it and sign up for our desktop push notifications!?


| Undergraduate Accelerated Program in Economics | Tel: +86-18906052847 |
| Wang Yanan Institute for Studies in Economics(WISE) | Email<EMAIL_ADDRESS>|
| Xiamen University, Fujian, China, 361005 | Web: https://zhangguo.me |
B.A., Economics, Xiamen University
Undergraduate Accelerated Program in Economics, WISE
B.A., Statistics, Xiamen University
Double Degree in Statistics(Neo-Confucianism), WISE
China's Prices Project at Xiamen University‚ Founder & Team Leader
Zuqizhisheng Social Practice Team, Xiamen University‚ Academic Guidance
Prof.Qin's Team, School of Economics, Xiamen University‚ Technical Leader & Second Author
2015 China’s Social-economic Development Analysis Tournament (held by Harvard University)‚ Research Assistant
985 Staffs Database Project, School of Public Affairs, Xiamen University‚ Member
China Internet Project, University of California-Berkeley‚ Research Assistant
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Python China Community, Co-Partner
WISER Club, Co-Partner
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WISE Book Club‚ Organizer
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Affinity Diagram
Attributes data
Availability
Average chart
Bar chart
Benchmarking
Brainstorming
Breakthrough thinking
Business Process Redesign
Business Process Reengineering
c chart
Care mapping
Cause & Effect diagram
Check sheet
Checklist
Clinical practice guidelines
Common causes
Conformance
Continuous improvement
Control chart
Control limit
Cost of poor quality
Cost of quality
Count chart (c chart)
Count-per-unit chart (u chart)
Cp
Cpk
Crosby, Philip
Cumulative sum chart
Customer
Decision matrix
Defect
Deming cycle
Deming, W. Edwards
Diagnostic journey/Remedial journey
DOE (Design of experiments)
Employee involvement
Empowerment
External customer
Facilitator
Failure mode effects analysis
Fishbone diagram
Flowchart
Force field analysis
Frequency distribution
Gantt chart
Histogram
Hoshin kanri
Hoshin planning
Indicator
Internal customer
Ishikawa diagram
Ishikawa, Kaoru
Juran, Joseph M.
Just-in-time instruction
Kaizen
KJ method
Mean
Median
Metacraftsmanship
Mission statement
Mode
Noise
Nominal group technique
np chart
p chart
Paradigm
Pareto chart
Pareto principle
PDCA cycle
Percent chart (p chart)
Pie chart
Plan-Do-Check-Act (PDCA)
Policy deployment
Population
Process capability
Process capability index
QA
QFD
Quality assurance
Quality audit
Quality circles
Quality control
Quality function deployment
Quality improvement
Quality improvement team
Quality loss function
Range chart (R chart)
Recorder
Regression analysis
Reliability
Robust
Robust design
Run chart
Sample
Sample standard deviation chart (s chart)
Scatterplot
Seven tools of quality
Shewhart cycle
Shewhart, Walter A.
SPC
SQC
Special causes
Specification limit
Statistical process control
Statistical quality control
Structural variation
Supplier
Taguchi, Genichi
Tampering
Timekeeper
Total quality management
TQM
Type I error
Type II error
u chart
Value added
Variables data
Variance
Variation
Vision
X-bar chart
zero defects
A tool used to organize ideas, usually generated through brainstorming, into groups
of related thoughts. The emphasis is on a pre-rational, gut-fell sort of grouping,
often done by the members of the group with little or no talking. Also known as
the KJ method after its creator, Kawakita Jiro.
Data that is counted in discrete units such as dollars, hours, items, and yes/no
options. The alternative to attributes data is variables data, which is data that
is measured on a continuous and infinite scale such as temperature or distance.
Charts that use attribute data include bar charts, pie charts, Pareto charts and
some control charts.
A product or service's ability to perform its intended function at a given time
and under appropriate conditions. It can be expressed by the ratio operative time/total
time where operative time is the time that it is functioning or ready to function.
A control chart in which the average of the subgroup, represented by the X-bar,
is to determine the stability or lack thereof in the process. Average charts are
usually paired with range charts or sample standard deviation charts for complete
analysis.
A chart that compares different groups of data to each other through the use of
bars that represent each group. Bar charts can be simple, in which each group of
data consists of a single type of data, or grouped or stacked, in which the groups
of data are broken down into internal categories.
A technique that involves comparing one's own processes to excellent examples of
similar processes in other organizations or departments. Through benchmarking, rapid
learning can occur, and processes can undergo dramatic improvements.
A tool used to encourage creative thinking and new ideas. A group formulates and
records as many ideas as possible concerning a certain subject, regardless of the
content of the ideas. No discussion, evaluation, or criticism of ideas is allowed
until the brainstorming session is complete.
A management technique which emphasizes the development of new, radical approaches
to traditional constraints, as opposed to incremental or minor changes in thought
that build on the original approach.
A management method which stresses the fundamental rethinking of processes, questioning
all assumptions, in an effort to streamline organizations, and to focus on adding
value in core processes.
Medical procedure for a particular diagnosis in a diagrammatic form that includes
key decision points used to coordinate care and instruct patient.
A tool used to analyze all factors (causes) that contribute to a given situation
or occurrence (effect) by breaking down main causes into smaller and smaller sub-causes.
It is also known as the Ishikawa or the fishbone diagram.
A customized form used to record data. Usually, it is used to record how often some
activity occurs.
A list of important steps that must take place in a process or any other activity.
A list of things to do.
A general term for statements of accepted medical procedure for a particular diagnosis.
Inherent causes of variation in a process. They are typical of the process, not
unexpected. That is not to say that they must be tolerated; on the contrary, once
special causes of variation are largely removed, a focus on removing common causes
of variation can pay big dividends.
Meeting requirements or specifications.
On-going improvement of any and all aspects of an organization including products,
services, communications, environment, functions, individual processes, etc.
A chart that indicates upper and lower statistical control limits, and an average
line, for samples or subgroups of a given process. If all points on the control
chart are within the limits, variation may be ascribed to common causes and the
process is deemed to be "in control." If points fall outside the limits, it is an
indication that special causes of variation are occurring, and the process is said
to be "out of control."
A statistically-determined line on a control chart used to analyze variation within
a process. If variation exceeds the control limits, then the process is being affected
by special causes and is said to be "out of control." A control limit is not the
same as a specification limit.
The costs incurred by producing products or services of poor quality. These costs
usually include the cost of inspection, rework, duplicate work, scrapping rejects,
replacements and refunds, complaints, and loss of customers and reputation.
Philip Crosby's term for the cost of poor quality.
An attributes data control chart that evaluates process stability by charting the
counts of occurrences of a given event in successive samples.
A control chart that evaluates process stability by charting the number of occurrences
of a given event per unit sampled, in a series of samples.
Commonly used process capability index defined as [USL (upper spec limit) - LSL
(lower spec limit)] / [6 x sigma], where sigma is the estimated process standard
deviation.
Commonly used process capability index defined as the lesser of USL - m / 3sigma
or m - LSL / 3sigma, where sigma is the estimated process standard deviation.
One of the quality guru's. Crosby founded several consulting agencies including
Career IV, Philip Crosby Associates, and the Quality College. He has authored several
books including Quality Is Free and Quality Without Tears. Crosby is well-known
for his theory of "zero defects."
Control chart that shows the cumulative sum of deviations from a set value in successive
samples. Each plotted point indicates the algebraic sum of the last point and all
deviations since. PathMaker does not support cumulative sum charts.
Any recipient of a product or service; anyone who is affected by what one produces.
A customer can be external or outside the organization, or they can be internal
to the organization.
A tool used to evaluate problems, solutions, or ideas. The possibilities are listed
down the left-hand side of the matrix and relevant criteria are listed across the
top. Each possibility is then rated on a numeric scale of importance or effectiveness
(e.g. on a scale of 1 to 10) for each criterion, and each rating is recorded in
the appropriate box. When all ratings are complete, the scores for each possibility
are added to determine which has the highest overall rating and thus deserves the
greatest attention.
An error in construction of a product or service that renders it unusable; an error
that causes a product or service to not meet requirements.
Alternate name for the Plan-Do-Check-Act cycle, a four-stage approach to problem-solving.
It is also sometimes called the Shewhart cycle.
Known as the father of quality control. Deming began his work in quality control
in the United States during World War II to aid the war effort. After the war, he
went to Japan to help in the rebuilding of their country. His methods of quality
control became an integral part of Japanese industry. Deming is a celebrated author
and is well-known for his "14 Points" for effective management.
A problem-solving approach in which a problem is investigated by looking first at
symptoms, and gradually working back towards root causes. Once root causes have
been established, experimentation and tracking are used in the remedial journey
- the finding of a cure for the roots of the problem.
DOE is the science of designing sets of experiments which will generate enough useful
data to make sound decisions without costing too much or taking too long.
Regular participation of employees in decision-making and suggestions. The driving
forces behind increasing the involvement of employees are the conviction that more
brains are better, that people in the process know it best, and that involved employees
will be more motivated to do what is best for the organization.
Usually refers to giving employees decision-making and problem-solving authority
within their jobs.
A person or organization outside your organization who receives the output of a
process. Of all external customers, the end-user should be the most important.
A technique that systematically analyzes the types of failures which will be expected
as a product is used, and what the effects of each "failure mode" will be.
Person who helps a team with issues of teamwork, communication, and problem-solving.
A facilitator should not contribute to the actual content of the team's project,
focusing instead as an observer of the team's functioning as a group.
Another name for a cause & effect diagram, derived from the original shape of
the diagram as used by its creator, Kaoru Ishikawa.
A graphical representation of a given process delineating each step. It is used
to diagram how the process actually functions and where waste, error, and frustration
enter the process.
A tool, developed by social psychologist Kurt Lewin, which is used to analyze the
opposing forces involved in causing/resisting any change. It is shown in balance
sheet format with forces that will help (driving forces) listed on the left and
forces that hinder (restraining forces) listed on the right.
An organization of data, usually in a chart, which depicts how often an different
events occur. A histogram is one common type of frequency distribution, and a frequency
polygon is another.
A bar chart that shows planned work and finished work in relation to time. Each
task in a list has a bar corresponding to it. The length of the bar is used to indicate
the expected or actual duration of the task.
A specialized bar chart showing the distribution of measurement data. It will pictorially
reveal the amount and type of variation within a process.
Japanese term for hoshin planning, a form of interactive strategic planning which
aids the flow of information up and down the organizational layers in a systematic,
productive way.
A method of strategic planning for quality. It helps executives integrate quality
improvement into the organization's long-range plan. According to the GOAL/QPC Health
Care Application Research Committee, "Hoshin Planning is a method used to ensure
that the mission, vision, goals, and annual objectives of an organization are communicated
to and implemented by everyone, from the executive level to the 'front line' level."
Quantitative measure of performance. Indicators are usually ratios comparing the
number of occurrences a certain phenomenon and the number of times the phenomenon
could have occurred.
Someone within your organization, further downstream in a process, who receives
the output of your work.
Another name for the cause & effect diagram, after its inventor, Kaoru Ishikawa.
One of Japan's quality control pioneers. He developed the cause & effect diagram
(Ishikawa diagram) in 1943 and published many books addressing quality control.
In addition to his work at Kawasaki, Ishikawa was a long-standing member of the
Union of Japanese Scientists and Engineers and an assistant professor at the University
of Tokyo.
One of the great quality gurus, and, like Deming, an early student of the work of
Walter Shewhart at Western Electric. His work has specialized in linking management
to quality engineering. Dr. Juran is the founder of the Juran Institute which has
long been the vehicle of his work in quality management and is well-known for espousing
"the quality trilogy" of quality planning, quality control, and quality improvement.
Juran has authored many books and other works in an effort to spread awareness of
quality management ideas and applications.
Training given as needed for immediate application, without lag time and the usual
loss of retention.
A Japanese word meaning continuous improvement through constant striving to reach
higher standards.
Another name for the affinity diagram, after its inventor, Kawakita Jiro.
The average of a group of measurement values. Mean is determined by dividing the
sum of the values by the number of values in the group.
The middle of a group of measurement values when arranged in numerical order. For
example, in the group (32, 45, 78, 79, 101), 78 is the median. If the group contains
an even number of values, the median is the average of the two middle values.
Metacraftsmanship is a term used to tie together the many ideas shared by quality
improvement, reengineering, management, leadership, and customer-driven production.
Although these theories have much in common, they are often treated as separate
and disparate approaches to improving a business. Metacraftsmanship focuses on overcoming
the losses to society which are engendered by specialization, and suggests ways
of getting complex organizations to work the way a single craftsman would.
A written declaration of the purpose of an organization or project team. Organizational
mission or vision statements often include an organizational vision for the future,
goals, and values.
The most frequently occurring value in a group of measurements
In the context of quality management, noise is essentially variability. For example,
if you are making ketchup, noise in the process comes from variations in the quality
of incoming tomatoes, in changes in ambient temperature and humidity, in variations
in machinery performance, in variations in the quality of human factors, etc.
Technique used to encourage creative thinking and new ideas, but is more controlled
than brainstorming. Each member of a group writes down his or her ideas and then
contributes one to the group pool. All contributed ideas are then discussed and
prioritized.
A control chart indicating the number of defective units in a given sample.
A way of thinking about a given subject that defines how one views events, relationships,
ideas, etc. within the boundaries of that subject.
A bar chart that orders data from the most frequent to the least frequent, allowing
the analyst to determine the most important factor in a given situation or process.
The idea that a few root problems are responsible for the large majority of consequences.
The Pareto principle is derived from the work of Vilfredo Pareto, a turn-of-the-century
Italian economist who studied the distributions of wealth in different countries.
He concluded that a fairly consistent minority, about 20% of people, controlled
the large majority, about 80% of a society's wealth. This same distribution has
been observed in other areas and has been termed the Pareto principle. It is defined
by J.M. Juran as the idea that 80% of all effects are produced by only 20% of the
possible causes.
A control chart that determines the stability of a process by finding what percentage
of total units in a sample are defective.
A chart that compares groups of data to the whole data set by showing each group
as a "slice" of the entire "pie." Pie charts are particularly useful for investigating
what percentage each group represents.
A four-step improvement process originally conceived of by Walter A. Shewhart. The
first step involves planning for the necessary improvement; the second step is the
implementation of the plan; the third step is to check the results of the plan;
the last step is to act upon the results of the plan. It is also known as the Shewhart
cycle, the Deming cycle, and the PDCA cycle.
Another name for hoshin planning.
Total set of items from which a sample set is taken.
1. A statistical measure indicating the inherent variation for a given event in
a stable process, usually defined as the process width divided by 6 sigma.
2. Competence of the process, based on tested performance, to achieve certain results.
Measurement indicating the ability of a process to produce specified results. Cp
and Cpk are two process capability indices.
Generally refers to the post-production checks, inspection, or reviews done to ensure
quality of a product or service.
An independent investigation and assessment of quality activities and results to
determine whether or not the quality plan is effective and appropriate.
1. Quality improvement teams or groups.
2. In Japan, groups of employees formed for the study of and sharing information
regarding quality control issues and theory.
The use of techniques and activities that compare actual quality performance with
goals and define appropriate action in response to a shortfall.
A systematic approach to the processes of work that looks to remove waste, loss,
rework, frustration, etc. in order to make the processes of work more effective,
efficient, and appropriate.
A group of employees that take on a project to improve a given process or design
a new process within an organization.
A technique used to translate customer requirements into appropriate goals for each
stage of product or service development and output. The two approaches to quality
function deployment are known as the House of Quality and the Matrix of Matrices.
An algebraic function that illustrates the loss of quality that occurs when a characteristic
deviates from its target value. It is expressed often in monetary terms. Dr. Genichi
Taguchi coined this term; his work suggests that quality losses vary as the square
of the deviation from target.
Control chart in which the range of the subgroup is used to track the instantaneous
variation within a process, i.e. the variation in the process at any one time, when
many input factors would not have time to vary enough to make a detectable difference.
Range charts are usually paired with average charts for complete analysis.
The team member that takes minutes during team meetings to capture team's progress.
Once the team is well underway, this role can be rotated through out the group.
A statistical technique used to determine the best mathematical expression to describe
the relationship between a response and independent variables.
The probability of a product or service successfully doing its job under given conditions.
The ability of a product or service to function appropriately regardless of external
conditions and other uncontrollable factors.
An approach to the planning of new products and services that harnesses Taguchi
methods.
Also known as a line chart, or line graph. A chart that plots data over time, allowing
you to identify trends and anomalies.
A subset of a population used to represent the population in statistical analysis.
Samples are almost always random, which means that all individuals in the population
are equally likely to be chosen for the sample.
Control chart in which the standard deviation of the subgroup is tracked to determine
the variation within a process over time. Sample standard deviation charts are usually
paired with average charts for complete analysis.
A tool that studies the possible relationship between two variables expressed on
the x-axis and y-axis of a graph. The direction and density of the points plotted
will indicate various relationships or a lack of any relationship between the variables.
Quality improvement tools that include the histogram, Pareto chart, check sheet,
control chart, cause-and-effect diagram, flowchart, and scatter diagram.
Another name for the Plan-Do-Check-Act cycle. It is also sometimes called the Deming
cycle.
The father of statistical process control or statistical quality control. He pioneered
statistical quality control and improvement methods when he worked for Western Electric
and Bell Telephone in the early decades of the 20th century.
Causes of variation in a process that are not inherent in the process itself but
originate from circumstances that are out of the ordinary. Special causes are indicated
by points that fall outside the limits of a control chart.
An engineering or design requirement that must be met in order to produce a satisfactory
product.
Analysis and control of a process through the use of statistical techniques, particularly
control charts.
Analysis and control of quality through the use of statistical techniques, essentially
the same as SPC.
Variation caused by recurring system-wide changes such as seasonal changes or long-term
trends.
Anyone whose output (materials, information, service, etc.) becomes an input to
another person or group in a process of work. A supplier can be external or internal
to the organization.
Developed a set of practices known as Taguchi Methods, as they are known in the
U.S., for improving quality while reducing costs. Taguchi Methods focus on the design
of efficient experiments, and the increasing of signal to noise ratios. Dr. Taguchi
also articulated the developed the quality loss function. Currently, he is executive
director of the American Supplier Institute and director of the Japan Industrial
Technology Institute.
Dr. Deming cautions against tampering with systems that are "in control." It is
very common for management to react to variation which is in fact normal, thereby
starting wild goose chases after sources of problems which don't exist. Tampering
with stable processes actually increases variation.
A chart used to break any task, goal, or category into increasingly detailed levels
of information. Family trees are the classic example of a tree diagram. In PathMaker,
the structure of the tree diagram is identical to that of the cause & effect
diagram.
Team member who keeps track of time spent on each agenda item during team meetings.
This job can easily be rotated among team members.
Managing for quality in all aspects of an organization focusing on employee participation
and customer satisfaction. Often used as a catch-all phrase for implementing various
quality control and improvement tools.
Rejecting something that is acceptable. Also known as an alpha error.
Accepting something that should have been rejected. Also known as beta error.
A control chart showing the count of defects per unit in a series of random samples.
Each time work is done to inputs to transform them into something of greater usefulness
as an end product.
Data that is measured on a continuous and infinite scale such as temperature, distance,
and pressure rather than in discreet units or yes/no options. Variables data is
used to create histograms, some control charts, and sometimes run charts.
A measure of deviation from the mean in a sample or population.
Change in the output or result of a process. Variation can be caused by common causes,
special causes, tampering, or structural variation.
Often incorporated into an organizational mission (or vision) statement to clarify
what the organization hopes to be doing at some point in the future. The vision
should act as a guide in choosing courses of action for the organization.
Philip Crosby's recommended performance standard that leaves no doubt regarding
the goal of total quality. Crosby's theory holds that people can continually move
closer to this goal by committing themselves70 to their work and the improvement
process.


You will be prompted for an Email address which must be written using computer Braille. So, use the Next or Previous thumb keys to navigate to the input field, and press one of the cursor routing buttons above the edit box to make sure you are in the edit field. Type the Email address using computer Braille. The At sign is entered by pressing dot4+dot7. The period is entered as dots4,6. Any numbers must be dropped Nemeth numbers, and no contractions are allowed.
in-context


Tell me about your aquariums!
Name:
Email:
Number of tanks:
My tanks are: Freshwater Saltwater Both
I do maintenance:
I stock:
Any additional comments?


{% extends 'base_admin.html' %} {% block title %}Request Received | Lens and Lights at WPI{% endblock %} {% block content %}
We'll get back to you soon!


{% extends 'base.html' %} {% block title %}{{ lesson.lesson_name }} - Details{% endblock %} {% block head %} {% endblock %} {% block body %}
Lesson ID: {{ lesson.lesson_id }}
Sme: {{ sme.first_name}} {{ sme.last_name }}
# of enrollments: {{ lesson.enrollments }}
By the way, this is a great time to contact the SME and let them know how their training has performed. Send the SME an Email {% endblock %}


--- layout: post title: New layout ---
Just noticed that technorati has updated their front page with a really nice new layout. Sleek.


Click & drag to rotate
Tutorials (in french) about parametric surfaces
Tutorials (in english) about toroidal geometry


Global AI Summit in Paris, 2019
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On the weekends of 23 and 30 of november the Global Startup Weekend AI will go life in 15 cities. The weekend event is centered on action, innovation, and education. Beginning on Friday night with an idea pitching session and continuing throughout the weekend with testing, business model development, and basic prototype creation, Startup Weekend culminates on Sunday night with demo pitching in front of a panel of potential investors and local entrepreneurs. Participants are challenged with building functional startups during the event and are able to collaborate with like-minded individuals.
| Hashtag | Country | Lead Organizer | Date | Facebook Page | Sign up! |
|---|---|---|---|---|---|
| #SWAIHK | Hong Kong | Felix Wong | 30 Nov - 2 Dec | Hong Kong | Join |
| #SWAILima | Peru | Victor Pacora | 23 - 25 Nov | Lima | Join |
| #SWAIYaounde | Cameroon | Colbie Medjom | 23 - 25 Nov | Yaoundé | Join |
| #SWAILaPaz | Bolivia | Monica Irene | 23 - 25 Nov | La Paz | Join |
| #SWAIBrussels | Belgium | Elena Tosheva | 30 Nov - 2 Dec | Brussels | Join |
| #SWAITaipei | Taiwan | David Kuo | 30 Nov - 2 Dec | Taipei | Join |
| #SWAIMTL | Canada | Michelle Yu | 23 - 25 Nov | Montreal | Join |
| #SWAIJeddah | Jeddah | Andrew Yip | 29 Nov - 1 Dec | Jeddah | Join |
| #SWAIAntananarivo | Madagascar | Randriamanivo Mialinjava | 30 Nov - 2 Dec | Antananarivo | Join |
| #SWAIParis | France | Candice Capelle | 30 Nov - 2 Dec | Paris | Join |
| #SWAIIzmir | Turkey | Patrick Bosteels | 30 Nov - 2 Dec | Izmir | Join |
| #SWAIGuayaquil | Equator | Sergio Serna | 30 Nov - 2 Dec | Guayaquil | Join |
| #SWAISzczecin | Poland | Maciej Jankowski | 30 Nov - 2 Dec | Szczecin | Join |
| #SWAIBeirut | Lebanon | Azhar Siddiqui | 30 Nov - 2 Dec | Beirut | Join |
{{ quote.title | newline_to_br }}
{{ quote.text }}
{{ quote.author }} {{ quote.title }}
{{ quote.text }}


| ColInfo_struct | |
| comm_symbfact_t | |
| DNformat | |
| doublecomplex | |
| e_node | |
| etree_node | |
| factors_dist_t | |
| Glu_freeable_t | |
| Glu_persist_t | |
| gridinfo_t | |
| Llu_symbfact_t | |
| LocalLU_t | |
| LU_stack_t | |
| LUstruct_t | |
| matrix_symbfact_t | Structure used for redistributing A for the symbolic factorization algorithm |
| mem_usage_t | |
| NCformat | |
| NCPformat | |
| NRformat | |
| NRformat_loc | |
| pdgsmv_comm_t | |
| Pslu_freeable_t | |
| psymbfact_stat_t | Statistics collected during parallel symbolic factorization |
| pxgstrs_comm_t | |
| pzgsmv_comm_t | |
| RowInfo_struct | |
| ScalePermstruct_t | |
| SCformat | |
| SCPformat | |
| SOLVEstruct_t | |
| superlu_options_t | |
| superlu_scope_t | |
| SuperLUStat_t | |
| SuperMatrix | |
| Ucb_indptr_t | |
| vtcsInfo_symbfact_t | Local information on vertices distribution |


So she was considering in her own mind (as well as she could, for the hot day made her feel very sleepy and stupid), whether the pleasure of making a daisy-chain would be worth the trouble of getting up and picking the daisies, when suddenly a White Rabbit with pink eyes ran close by her.
There was nothing so VERY remarkable in that; nor did Alice think it so VERY much out of the way to hear the Rabbit say to itself, `Oh dear! Oh dear! I shall be late!' (when she thought it over afterwards, it occurred to her that she ought to have wondered at this, but at the time it all seemed quite natural); but when the Rabbit actually TOOK A WATCH OUT OF ITS WAISTCOAT- POCKET, and looked at it, and then hurried on, Alice started to her feet, for it Hashed across her mind that she had never before seen a rabbit with either a waistcoat-pocket, or a watch to take out of it, and burning with curiosity, she ran across the Held after it, and fortunately was just in time to see it pop down a large rabbit-hole under the hedge. In another moment down went Alice after it, never once considering how in the world she was to get out again.
The rabbit-hole went straight on like a tunnel for some way, and then dipped suddenly down, so suddenly Alice had not a moment to think about stopping herself before she found herself falling down a very deep well.
Either the well was very deep, or she fell very slowly, for she had plenty of time as she went down to look about her and to wonder what was going to happen next. First, she tried to look down and make out what she was coming to, but it Was too dark to see anything; then she looked at the sides of the well, and noticed that they were filled with cupboards and bookshelves; here and there she saw maps and pictures hung upon pegs. She took down a jar from one of the shelves as she passed; it was labelled `ORANGE MARMALADE', but to her great disappointment it was empty: she did not like to drop the jar for fear of killing somebody, so managed to put it into one of the cupboards as she fell past it.
`Well!' thought Alice to herself, `after such a fall as this, I shall think nothing of tumbling down stairs! How brave they'll all think me at home! Why, I wouldn't say anything about it, even if I fell off the top of the house!'


This plugin provides an eXtreme Feedback Panel that can be used to expose the status of a selected number of Jobs.
Plugin Information |
|---|
View eXtreme Feedback Panel on the plugin site for more information. |
Notice
Thanks to Mark Howard and his Radiator View Plugin from which this plugin was inspired.
Notice
If the view misbehaves after updating please delete the view and add it again. Sorry for the inconvenience.
Notice
In order to configure or delete the view append either configure or delete to the view's url.
Shots
Here is how it looks like (version 1.1.6):
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|
Here is how it looks like (version 1.1.3):
version 1.0.xx:
|
|
Current features
2.0.1 (Sep 18, 2015)
- Bug fix: Crash when using Folders plugin (issue #23525)
2.0.0 (Jul 21, 2015)
- Bug fix: standard header and left side panel shown on top of panel
- Bug fix: 'Replace nr. of failed test cases' option doesn't work
- Bug fix: Some jobs are missing in "Available jobs" multichoice window
- Improvement: Selected jobs are now displayed on top of jobs list - it is easier to manage them in case of hundred jobs
- Improvement: Now it is possible to define up to 6 columns
1.2.3 (Nov 22, 2014)
- Bugfix: Fixed broken links to job pages in the feedback panel view on some installations.
1.2.2 (Jun 17, 2013)
- new improvement: Build colour options
- new improvement: Marks selected job from the priority list
- Bug fix: Adds warning about outdated config-file
1.2.1 (Jun 6, 2013)
- new improvement: Manual sort option
- Important: Old configurations will NOT work directly! You can correct errors by regenerating configurations: HOST/view/YOUR_VIEW/configure
1.2.0 (Jun 3, 2013)
- Bug fix: Shows progress bar if aborted build is building
- Bug fix: Makes sort options and responsible options keep their value after refresh
- Bug fix: Removed broken fadeout effect
- Bug fix: Property "number of failed builds" to support special cases (like unbuilt builds)
- New improvement: Adds option to modify timestamp's prefix text
1.1.6 (Dec 30, 2012)
- new improvement: fixed Issues: 14895 / 12132 - added simple flag to have the ability to choose green color for successful build
- new improvement: add possibility to show broken build count in xf panel number of failed builds since last successful build
1.1.4 (Aug 30, 2012)
- Removes duplicate names from unstable claim info
- Shows "claim image" when build is claimed or all test cases are claimed
1.1.3 (Aug 28, 2012)
- automatic warning/claim image size
- option to show claimers in unstable builds (even when build is building)
- bug fix: doesn't show "#of unclaimed" text anymore in successful builds
1.1.2 (Aug 20, 2012)
- add option to replace number of failed test cases by number of unclaimed test cases (requires Claim plugin )
- fixed "hide successful builds" -option
1.1.1 (Aug 15, 2012)
- add option to show responsible list
- add option to sort jobs by build status
- add option to show time from the last build
- add option to show claim info, if Claim plugin installed
- configure menu modified
1.0.11 (Dec 9, 2011)
- fixed a CSS bug that caused fonts to be extremely small on recent versions of Jenkins
- moved plugin to be based on Jenkins
1.0.9 (Aug 11, 2010)
- fixed a bug that prevents Hudson from getting reconfigured after the xfpanel view is created (JENKINS-5256)
1.0.8 (May 24, 2010)
- add view option to display job description (JENKINS-5957)
- add view option to sort jobs descending (JENKINS-5958)
- add view option to hide test info for jobs without tests (JENKINS-5959)
1.0.7 (Jan 9, 2010)
- Show when jobs are already queued and in what place
1.0.6 (Oct 11, 2009)
- Corrected a bug that prevented status to be correctly updated
- Added a FullHD checkbox on the view configuration that reduces sizes on the panel in order to accomodate more jobs on FullHD resolution (I've uploaded a picture in order to illustrate this with example jobs).
1.0.5
- Optional dual column layout in order to accomodate more Jobs on a FullHD flat panel
- Configurable refresh time independent from global auto-refresh
1.0.4
- Provides a new view called eXtreme Feedback Panel
- Shows some information for the selected jobs in a colorful manner
- Built jobs
- Percentage of passing tests
- Passing tests vs. total number of tests
- Evolution of passing tests in comparison to the last build
- Number of failing tests
- Broken jobs
- Elects a responsible for fixing the build (currently the last commiter of the build)
- Jobs in progress
- Progress bar, percentage of completion and build number (reference is last build building time)
- Correctly displays concurrent builds of a same job
- Built jobs
Thoughts for next versions
- Configurable orderings for jobs
- Alphabetical (current)
- Status
- Absolut number of failed tests
Need Help?
- Join us on IRC #hudson at chat dot freenode dot net
- Tweet @julienrenaut
- Or mail me julienrenaut at gmail dot com
Attachments:
EFPanel.gif (image/gif)
EFPanel_101.jpg (image/jpeg)
newview.jpg (image/jpeg)
XFPanel_106.jpg (image/jpeg)
xfpanelview1.1.3 (application/octet-stream)
xfpanelview1.1.3 (application/octet-stream)
xfpanelview1.1.3 (application/octet-stream)
xfpanel-113.png (image/png)
Bildschirmfoto 2012-12-30 um 10.24.15.png (image/png)
Bildschirmfoto 2012-12-30 um 10.24.15.png (image/png)
1.1.6_countFailedBuildSinceLastSuccessfulBuild.png (image/png)
1.1.6_green_color.png (image/png)


Ionic bond is a type of chemical bond that results in a metal and a nonmetal ion through electrostatic attraction. An Ionic bond is pictured below:
Metallic bonds are the electrostatic attraction between the delocalized electrons in metal and positively charged atomic nuclie of metal atoms.


| 731 | (A) | layes a-bowte his lendis witħ lachetis ynowe |
| 733 | (C) | He leyde on his lendes . with lachettes fułł monye |
| 725 | (D) | he leyd on his lendis with lachettis many |
| 704 | (E) | witħ dyamaundes & perre . richelich arayed . |
| (Ex) | ---- no text ---- | |
| 748 | (L) | layþ vmbe his lendis with lacchetes ynow |
| 684 | (P) | L ays vp be he lendes ??????? Inow |
| 713 | (U) | he laid on his lendes / witħ latches many |
| (V) | ---- no text ---- |


|
Name
|
Type
|
Description
|
| client | ExtensionClientInfo[] |
Clients for this extension.
|
| company | xsd:string |
Company information.
Since vSphere API 4.0
|
| description | Description |
Description of extension.
|
| eventList | ExtensionEventTypeInfo[] |
Definitions of events defined by this extension.
|
| extendedProductInfo | ExtExtendedProductInfo |
Extended product information, such as URLs to vendor, product, etc.
Since vSphere API 5.0
|
| faultList | ExtensionFaultTypeInfo[] |
Definitions of faults defined by this extension.
|
| healthInfo | ExtensionHealthInfo |
Health specification provided by this extension.
Since vSphere API 4.0
|
| key | xsd:string |
Extension key. Should follow java package naming conventions
for uniqueness (e.g. "com.example.management").
Extension names can only contain characters belonging to the
lower ASCII character set (UTF-7) with the exception of the
following characters:
- All whitespace characters ("space" - ascii character 0x20 is allowed)
- Control characters
- Comma (ascii 0x2c), Forward slash (ascii 0x2f), Backward slash (ascii 0x5c),
Hash/Pound (ascii 0x23), Plus (ascii 0x2b), Greater (ascii 0x3e), Lesser (ascii 0x3c),
Equals (ascii 0x3d), Semi-colon (ascii 0x3b) and Double quote (ascii 0x22).
|
| lastHeartbeatTime | xsd:dateTime |
Last extension heartbeat time.
|
| managedEntityInfo | ExtManagedEntityInfo[] |
Information about entities managed by this extension. An extension can
register virtual machines as managed by itself, by setting the
managedBy property of the virtual
machine.
Since vSphere API 5.0
|
| ovfConsumerInfo | ExtensionOvfConsumerInfo |
OVF consumer specification provided by this extension.
Since vSphere API 5.0
|
| privilegeList | ExtensionPrivilegeInfo[] |
Definitions privileges defined by this extension.
|
| resourceList | ExtensionResourceInfo[] |
Resource data for all locales
|
| server | ExtensionServerInfo[] |
Servers for this extension.
|
| shownInSolutionManager | xsd:boolean |
Opt-in to the Solution Manager. If set to true, this extension will be
shown in the Solution Manager. If not set, or set to false, this extension
is not shown in the Solution Manager.
Since vSphere API 5.0
|
| solutionManagerInfo | ExtSolutionManagerInfo |
Solution Manager configuration for this extension.
Since vSphere API 5.0
|
| subjectName | xsd:string |
Subject name from client certificate.
|
| taskList | ExtensionTaskTypeInfo[] |
Definitions of tasks defined by this extension.
|
| type | xsd:string |
Type of extension (example may include CP-DVS, NUOVA-DVS, etc.).
Since vSphere API 4.0
|
| version | xsd:string |
Extension version number as a dot-separated string. For example, "1.0.0"
|
|
Properties inherited from DynamicData |
| None |


Municipal Alerts is a new system that will alert you through your phone of new violations and warrants issued for your arrest. Just fill out the form.


--- layout: post title: "Teaching Machines on the Eclipsed Podcast" date: 2022-07-17 14:00:00 +0000 tags: image: https://s3.amazonaws.com/audreywatters/2017-11-03-news.jpg imagecredits: https://www.flickr.com/photos/62693815@N03/6277209256 ---
I chatted with the folks at the Eclipsed podcast about teaching machines - the tech, the book - and the episode is available for a listen here.


Last Name
First Name
Address
City
State
Zip/Postal Code
Country
Bulgaria
England
Holand
Mexico
Japan
USA
Australia
Phone (country code, area, number)
(+
)
-
Email
Birth date
Month
Date
Year (4 digit)
Gender
Male
Female
Uni
Starting Date
Spring 2016
Summer 2016
Comments/Questions


The Labs works fast to explore products, figure out what works, and ship repeatedly. Doing this takes insight into all aspects of PRODUCT, from tech to design, and from marketing to monetization.
Feel free to skip this, or navigate down to see where we're headed.
technical, marketing, design, biz, project
role within organizations
causality analysis
decomposition
pattern recognition
generalization or abstraction
hypothesis and algorithm design
testing
product + market fit
market analysis
product modeling
feasibility
prioritization
strategic
tactical
Press ESC to enter the slide overview!
Head on back up, if you'd like
Product management is variable between organizations and individuals, but typically exists at the intersection of:
technology
design
marketing
business
project management
Big Co: own features or products and be more narrow in vision, relying on the larger organization for support.
Startup: serve as designer, customer advocate, mini-ceo, marketer, and team coordinator.
At the end of the day, the product manager's biggest role: critical thought and execution
There are a number of conceptual tools that an effective product manager should strive to master, explored below.
Identifying cause and effect within systems, is critical.
Many interactions are misunderstood by casual observers, who often confuse correlation with causation.
By looking at data, the intentions of individuals, and the histories of systems over time, causation can become much clearer.
Decomposition is the process of breaking a larger structure into its constituent elements.
Decomposition allows you to reduce conceptual complexity while maintaining a clear view of all the elements of your product.
Pairing decomposition with causality analysis can provide a clear view of what the most salient elements are within a system, helping to focus efforts and simplify designs.
Generalizing or abstracting types of entities and interactions allows for faster (if less precise) thought about concepts, and the application of experience across a broader set of instances.
Since time is often of the essence, this technique is quite valuable to the product manager looking for quick insight or understanding.
As a product manager encounters, identifies, and solves problems over time, they will start to recognize patterns. Paying attention to these patterns (and applying abstraction) will allow a product manager to build a toolkit or pallet of concepts to reach for when trying to understand new challenges.
Once you have identified the elements, types, patterns, and essential interactions within a system, you can begin to build up hypotheses or algorithms that describe the situation more formally. This construct is critical to modeling the system, as it helps you to think very clearly about where you will be creating change and delivering value.
Now that you have a model that represents your product's or system's interactions, you can start to test.
Pay attention to your model, so that you are testing the right elements, and noting their effect properly on the rest of the variables. Also use the model to target the variables most likely to yield meaningful change.
With all testing, aim for statistical significance in your sample sets. When this isn't reasonable, always spend extra time thinking about how your sample may bias your results, and limit your certainty accordingly.
Now that we have a basic and general toolkit, we will cover some of the foundational elements of product management.
There's a ton of hype about product/market fit, but the basic principle is this:
Are the needs and dynamics of your market clearly served by the value of your product in a compelling and sustainable way?
For a deeper look into this, go read Four Steps to the Epiphany by Steve Blank... just don't drink too much kool aid.
What are a market's needs and dynamics? It is incumbent on the product manager to be able to speak to:
Demographics: What are the primary segments involved in the market? What other factors might be influencing them?
Graph Analysis: What combinations of types of entities are required for the one successful minimal experience in the product?
Intentions: What are the intentions (acknowledged or otherwise) of each of these types of entities? How are these intentions currently being met?
When modeling a product, it should be possible to factor out the following to provide a more complete picture of the system:
participants, context, discovery, engagement, value exchange, acquisition, life cycle
Note: these points are biased slightly toward the product types the Labs approaches.
The representative members of the product ecosystem, whether they are explicitly users or not. There are multiple interesting elements to consider in regards to participants:
The situation, need, or opportunity that characterizes the domain of the search. For instance, 'dating', 'event partner(s)', and 'roommates' would be be the 'seeking context' of a product, while 'online only' or 'offline interaction' could be 'engagement contexts' of the same products.
The mechanism by which participants discover each other, and the tools with which they attempt to navigate the space of people (and make decisions about those people). This includes search and discovery mechanisms, recommendation systems, facets, filters, and the primary data on each individual that is used to guide the process.
The modes in which people interact with one another. These can include email, in-app messaging, instant messaging, media sharing, event scheduling, and other styles of engagement (and permutations thereof).
The ways in which parties involved in the product - users, businesses (us), advertisers, etc - realize value. Users might realize value through the satisfaction of meeting others, or in receiving feedback on their posts. The Labs might accrue value through aggregate data, market reach, and direct monetization. This modeling should always look at sources, sinks, and their relationships and impacts on experience and sustainability.
The manner in which new users will be brought into the product ecosystem at various phases of the product life-cycle. This should account for distribution channels, the relative importance of paid acquisition, the use of viral acquisition loops, and the estimated thresholds for location or user-class network effects that must be hit along the way.
The set of typical trajectories that users in the product will likely progress through over time, with transition points, influences, and calculation of life time value for each user type.
For a more succinct way to describe a product's model, Brian will often rely on just the following:
ACQUISITION
ENGAGEMENT
MONETIZATION
Now that you have your product modeled, you can start assessing the feasibility of the possible solutions. In doing so, be sure to consider at least the following:
Technical, Experience, and Cost Feasibility
In order to make these assessments, the product manager should be at least conversant in the domains in question.
Prioritization is an art, and the rank of various elements in a queue will often be the subject of much debate. It helps to have objective methods to inform this ranking, like using a combination of the factors below.
Value: the value proposition of the feature, to both the users and the company.
Impact: who is impacted by the feature, under what circumstances
Risk: the set of risks associated with a feature, including unknowns, competitive forces, and technical complexity
Cost: a rough estimate of time, resources, and opportunity cost
Here at the Labs, we follow an accelerated iterative process to help us meet our operational mandate and to quickly evaluate product and market opportunities.
On a high-level, we should always think about the portfolio of products within the Labs and the nature of trends in the market, and utilize our rapid evaluation loops to quickly test possible entrants into the space.
A key to making this work is to focus on the needs or problems, rather than the solutions, as the solutions might vary wildly as we learn.
The devil, as always, is in the details.
Nothing will help you more, tactically, than understanding tempo - how to set it, how to change it, and what tempo works in what circumstance. Research, prototyping, testing, maintenance, and other modes all have their own tempo, and these will be modulated by team composition and market type. Figure out the rhythms available to you.
No matter what tempo you're on, though, always keep moving forward.
Automate everything reasonable. Time is valuable, but we work in iterations. Tasks will come around again and again, and the less time we waste over iterations, the better. Automation can also be employed to enforce habits or standards, or to accelerate releases.
At the very least, consider automating tracking (pivotal, git hooks, etc), testing (CI server), and deployment (CD server).
When was the last time you spoke to a user (or a potential user)? What? Really?
Ok, now go do it again.
Congratulations! You're leading a team, and working alongside other teams in the Labs!
 Good luck!
Whatever you do now, don't micro-manage. That doesn't work with the types of people who work at the Labs.
Everyone will have their own nature and style, but keep these recommendations in mind while you lead:
Provide clear narrative - if everyone understands the story of the product, they can make smart decisions without direction
Lead through action - people respect product managers who actually produce as well as manage
Empower the team - give people the latitude to make the decisions they think will best serve the product
Hold all accountable - measuring people (even one's self) by what they said they would do will help all to improve
Lead through opening - ask questions to lead people to insights and answers, as it can be more effective than simple telling
This is an admittedly light intro to product management. There will be more.
Let me know what topics you'd like to cover or re-visit.


Kevin Davies, Director
Rich Clayton, Brand Manager
Phill Hill, Digital Strategey
Martin Grace, Co-Founder
Jon Fairey, Film and Production
Gary Bashford, Business Relationship Manager
Rebbeca Taylor, Business Owner
Tom Durrant, Creative Director
Steve Mantell, National Account Manager
Rachel Hill-Venning, Creative Support Executive
Ellena Martin, Solutions Developer
Dean Barnett, Solutions Developer
Josh White, Solutoins Developer
Arthur Holmes, Digital Marketer
Sukh Kanwar, DevOps Manager
Valeria Casado, Research and Development Engineer
Visit Magnezium
Visit WEBCON
Visit Wizdom
Visit Doctor Photo
Visit Noah
Visit MK Brand
Visit Aspen Waite
Andy Taylor, Business Owner; Katie Williams, Director of Sales and Marketing
Visit Dolphin Networks


Tyson was known for his ferocious and intimidating boxing style as well as his controversial behavior inside and outside the ring. Nicknamed "Iron" and "Kid Dynamite" in his early career, and later known as "The Baddest Man on the Planet", Tyson is considered one of the best heavyweights of all time.
Early Life Michael Gerard Tyson was born on June 30, 1966, in Brooklyn, New York, to parents Jimmy Kirkpatrick and Lorna Tyson. When Michael was two years old his father abandoned the family, leaving Lorna to care for Michael and his two siblings, Rodney and Denise. Struggling financially, the Tyson family moved to Brownsville, Brooklyn, a neighborhood known for its high crime. Small and shy, Tyson was often the target of bullying. To combat this, he began developing his own style of street fighting, which ultimately transitioned into criminal activity. His gang, known as the Jolly Stompers, assigned him to clean out cash registers while older members held victims at gunpoint. He was only 11 years old at the time.
He frequently ran into trouble with police over his petty criminal activities, and by the age of 13, he had been arrested more than 30 times. Tyson's bad behavior landed him in the Tryon School for Boys, a reform school in upstate New York. At Tryon, Tyson met counselor Bob Stewart, who had been an amateur boxing champion. Tyson wanted Stewart to teach him how to use his fists. Stewart reluctantly agreed, on the condition that Tyson would stay out of trouble and work harder in school. Previously classified as learning disabled, Tyson managed to raise his reading abilities to the seventh-grade level in a matter of months. He also became determined to learn everything he could about boxing, often slipping out of bed after curfew to practice punches in the dark.
Know more about Mikey Tyson here.


uselib - load shared library
#include <unistd.h>
int uselib(const char *library);
Note: No declaration of this system call is provided in
glibc headers; see NOTES.
The system call uselib() serves to load a shared library to be used by
the calling process. It is given a pathname. The address where to load is
found in the library itself. The library can have any recognized binary
format.
On success, zero is returned. On error, -1 is returned, and errno is set
appropriately.
In addition to all of the error codes returned by open(2) and
mmap(2), the following may also be returned:
- EACCES
- The library specified by library does not have read or execute
permission, or the caller does not have search permission for one of the
directories in the path prefix. (See also path_resolution(7).)
- ENFILE
- The system-wide limit on the total number of open files has been
reached.
- ENOEXEC
- The file specified by library is not an executable of a known type;
for example, it does not have the correct magic numbers.
uselib() is Linux-specific, and should not be used in programs intended
to be portable.
This obsolete system call is not supported by glibc. No declaration is provided
in glibc headers, but, through a quirk of history, glibc versions before 2.23
did export an ABI for this system call. Therefore, in order to employ this
system call, it was sufficient to manually declare the interface in your code;
alternatively, you could invoke the system call using syscall(2).
In ancient libc versions, uselib() was used to load the
shared libraries with names found in an array of names in the binary.
Since libc 4.3.2, startup code tries to prefix these names with
"/usr/lib", "/lib" and "" before giving up. In
libc 4.3.4 and later these names are looked for in the directories found in
LD_LIBRARY_PATH, and if not found there, prefixes
"/usr/lib", "/lib" and "/" are tried.
From libc 4.4.4 on only the library "/lib/ld.so" is
loaded, so that this dynamic library can load the remaining libraries needed
(again using this call). This is also the state of affairs in libc5.
glibc2 does not use this call.
Since Linux 3.15, this system call is available only when the
kernel is configured with the CONFIG_USELIB option.
ar(1), gcc(1), ld(1), ldd(1), mmap(2),
open(2), dlopen(3), capabilities(7), ld.so(8)
This page is part of release 5.05 of the Linux man-pages project. A
description of the project, information about reporting bugs, and the latest
version of this page, can be found at https://www.kernel.org/doc/man-pages/.


Rainforest Connection (RFCx) transforms recycled cell-phones into autonomous, solar-powered listening devices that can monitor and pinpoint chainsaw activity at great distance. This changes the game by providing the world's first real-time logging detection system, pinpointing deforestation activity as it occurs, and providing the data openly, freely, and immediately to anyone around the world. For the first time on a scalable level, responsible agents can arrive on the scene in time to interrupt the perpetrators and stop the damage, and the world can listen in as it occurs.


Brompton in Switzerland
At the end of November, I had to go to Geneva for work - a one day workshop at CERN on fire risk. Considering it was the area I completed my PhD in and work were paying, what was not to like?
Anyhow, after some serious thought, I decided that I’d take my Brompton with me to Switzerland and that I’d enjoy some cycling around Geneva collecting some geocaches. I say serious thought, as it would mean that I would have to pay the Easyjet baggage fee to get there and back again! I did a bit of googling before hand, and I could hire a bike in Geneva easily enough when I got there, but I would run into some issues in that I’d only be able to borrow for a day and that I wouldn’t be able to cycle out to my hotel with it.
Preparation
So once the decision had been made to take the bike, I chickened out of taking the Brompton just in a soft bag and ended up getting the B+W hard case. I also decided that I needed to get myself a phone mount for the trip as I was going to be relying on the phone for geocaching and for directions when I was in Geneva.
The B+W case doesn’t seem to like the extended seatpost of the Brompton particularly well - however, taking the seat off, I was able to get it in the case with no extra hassle.
Flight and Arrival
So it was the first time I’ve ever flown with a bike before. Whilst the B+W hard case seems to be sturdy enough to protect the Brompton, it’s not a small case. My concern was hitting my 23Kg weight limit with EasyJet.
Arriving at Manchester, I checked in and then had to deposit my bike with the oversized luggage built. I was concerned during this point that they would release it was a bike and charge me more (EasyJet charge £90 each way for bikes, but I got a check in bag for only £23 each way…) No comment from the guys at EasyJet and whilst the guy at the luggage belt knew exactly what it was (before it went through the scanner), he worked for the airport and not EasyJet so there was no issue there! It also worked out that I was at the limit of the weight - 22.5Kg for the Brompton, case, a small multi tool so I could assemble the saddle again at the other side and my Kryptonite Evolution 4 D lock in (as I couldn’t be sure that I’d be able to store my bike in my hotel room or elsewhere).
When I landed, I decided that I would drop the case off with the left luggage facility at the railway station which meant that I was free to cycle off and away from the airport.
I cycled in to the town centre to get some geocaches - part of the reasoning behind me taking the bike was so that I would have some freedom to do what I want when I was in Geneva.
![Airport in to town](https://www.vox.me.uk/images/Screenshot from 2018-12-21 11.35.06.png)
It was a good job that I did take my bike lock, as I used it during my lunch time - unlike the UK, a lot of Geneva seemed to be shut during the Sunday and therefore trying to find somewhere for lunch was a bit more of a challenge. Anyhow, after some lunch, I decided to head back to the hotel, taking in a few my caches along the route.
![Getting to the hotel, aiming for some caches](https://www.vox.me.uk/images/Screenshot from 2018-12-21 11.35.22.png)
This proved to be easy enough, being able to use my phone, Google Maps and c:geo, I was able to make my way out from Geneva and head towards France, going through CERN to start with and visiting the Globe of Science and Innovation, where I would be heading on the next day for my conference.
It was perhaps some of the furthest cycling I’d done for a period of time! It was also farily chilly, so I thought I deserved my meal that evening!
Conference
The conference went well - the only issue I had was that I was not able to take the bike in to the event with me. I probably could have tried but the guard who didn’t seem to speak English directed me towards the bike stands. Stupidly, I had managed to bring my bike lock, but left the keys in the hotel… I did leave the bike left there with no lock which was concerning - however, the area was cordoned off for the conference and only conference guests could get in so that put me at ease a bit more than normal - however, it is an experience I wont be repeating again!
Coming Home
At the end of the trip, I headed back to the airport from the hotel. A late check out meant I could spend the day in the hotel before heading out to the airport. I put the route in and decided to follow Google Maps directions to get to the airport, even though looking online, OpenStreetMaps didn’t really indicate the best cycle paths to the airport. However, I needn’t have worried - the route had a cycle path directly to the airport! All the way down the main road, past CERN, there was only a small section of road that I had to join for a small period of time.
![Back to the airport](https://www.vox.me.uk/images/Screenshot from 2018-12-21 11.35.57.png)
Other than that, I was able to get directly to the terminal on my bike. I was quite impressed. After all, I’ve cycled to an airport only once (a London Brompton Club ride to Heathrow) and that didn’t seem as well thought out or catered for like this one did.
Cycle Infrastructure
In comparison to what I saw in Geneva, the UK is far behind the curve. If the cycle path was separated from the rest of the road, then I still didn’t feel like the cars were out to kill me. I had to cross a roundabout in France and the cars all slowed for me to cross the road as I went across - in the UK, you would have car drivers speeding up to get across the zebra crossings before you go there! Not here. It was delightfully refreshing (but also somehow off putting!)
Overall
Overall it was well worth taking the Brompton with me. The B+W Case seemed to work well, though it is huge and I now have to find somewhere for it in the house! I imagine it might well live in the shed, replacing one of the bikes in there currently.
Being able to leave the case at the left luggage (for a cost of 20 CHF) wasn’t bad and meant that I was totally free as soon as I landed to do what I wanted to do. If I was to repeat the trip, it would perhaps be to travel with a different bag rather than the T-Bag. This was the bag I’d chosen for the trip and whilst it works nicely with the Brompton, I found it to be awkward and a pain during the trip through the hotel or when I didn’t have the bike. I much prefer a backpack, as it would have distributed the weight more and made less painful for my shoulder!
In terms of caching, I managed to complete 5 whilst I was over, 4 in Switzerland and 1 in France - not as high as I might have liked, but it is significantly harder trying to find a geocache where the hint and even the description is written in a foreign language, as much as Google might help! I dropped a trackable off whilst there, so we’ll see where that one ends up. At the time of writing, it’s still there and no one has collected it yet!


Authorize Endpoint¶
The authorize endpoint can be used to request tokens or authorization codes via the browser. This process typically involves authentication of the end-user and optionally consent.
Note
IdentityServer supports a subset of the OpenID Connect and OAuth 2.0 authorize request parameters. For a full list, see here.
client_id
- identifier of the client (required).
scope
- one or more registered scopes (required)
redirect_uri
- must exactly match one of the allowed redirect URIs for that client (required)
response_type
id_token
requests an identity token (only identity scopes are allowed)token
requests an access token (only resource scopes are allowed)id_token token
requests an identity token and an access tokencode
requests an authorization codecode id_token
requests an authorization code and identity tokencode id_token token
requests an authorization code, identity token and access tokenresponse_mode
form_post
sends the token response as a form post instead of a fragment encoded redirect (optional)state
- identityserver will echo back the state value on the token response, this is for round tripping state between client and provider, correlating request and response and CSRF/replay protection. (recommended)
nonce
identityserver will echo back the nonce value in the identity token, this is for replay protection)
Required for identity tokens via implicit grant.
prompt
none
no UI will be shown during the request. If this is not possible (e.g. because the user has to sign in or consent) an error is returnedlogin
the login UI will be shown, even if the user is already signed-in and has a valid sessioncode_challenge
- sends the code challenge for PKCE
code_challenge_method
plain
indicates that the challenge is using plain text (not recommended)S256
indicates the the challenge is hashed with SHA256login_hint
- can be used to pre-fill the username field on the login page
ui_locales
- gives a hint about the desired display language of the login UI
max_age
- if the user’s logon session exceeds the max age (in seconds), the login UI will be shown
acr_values
allows passing in additional authentication related information - identityserver special cases the following proprietary acr_values:
idp:name_of_idp
bypasses the login/home realm screen and forwards the user directly to the selected identity provider (if allowed per client configuration)tenant:name_of_tenant
can be used to pass a tenant name to the login UI
Example
GET /connect/authorize?
client_id=client1&
scope=openid email api1&
response_type=id_token token&
redirect_uri=https://myapp/callback&
state=abc&
nonce=xyz
(URL encoding removed, and line breaks added for readability)
Note
You can use the IdentityModel client library to programmatically create authorize requests .NET code. For more information check the IdentityModel docs.


Required Field
Password Must be at least 6 Characters and at last 30 Characters and must conatin Lower-care Upper-case and Number
Passwords are not Equal


To try out the trigger example you need an Estimote Sticker. This example uses the Dog Sticker.
Move the Dog Sticker to activate the trigger.
You can change the type of Sticker used and the trigger logic in the source code file: js/screen-trigger-nearables.js
Use Evothings Workbench to get live reload and develop this app with a fast workflow.
(1) Drag www/index.html to the Workbench project list.
(2) Enter the Connect URL displayed in the Workbench window in the address field above and tap the Connect button.
(3) Click RUN in the Workbench window. You now have live reload enabled, just save the code in your editor and the app reloads.
You only need to Connect once to the Workbench. When connected you get automatic reload when you save a code file.
Make sure your computer and phone/tablet are on a WiFi network that allows connections (client isolation must be off).


My Health
Data Log
Photos
Metrics
Logs
Entry
Type
Fluid
Temperature
Pain
Time Taken
Time Submit
Home
Tracker
Settings


This is MODE, a flixel game, using Jangaroo to run without Flash Player.
Above, you see the original MODE and flixel framework code recompiled with Jangaroo AS3 to JS compiler, using a Jangaroo Flash API re-implementation, which implements Flash drawing using HTML5 canvas. This means it runs in every modern browser (for Microsoft Internet Explorer, you need version 9). For best performance, use Google Chrome or IE 9. Safari is also fast, but stops every other second (garbage collection?). Safari mobile (iPhone, iPad, iPod) works, but slowly, and the game does not support touch events. Firefox 3.6 is slower than Chrome, but steady, Firefox 4 beta 11 is faster. Opera 10 seems to work, too.
The button on the right-hand side loads the original Flash version of MODE (and of course only works if you have a Flash-enabled browser).


{% extends 'assessment/assessmentvalue_detail.html' %} {% block content %} {{ block.super }} {% include "hawc/_delete_block.html" with name="assessment value" %} {% endblock content %}


--- layout: page weight: 0 title: Domain Keys navigation: show: true ---
Some ISPs (most notably Yahoo!) authenticate e-mail using Domain Keys. Domain Keys work by having a company sign an e-mail with their private key, and then publish a public key in their DNS, which is then used to verify the e-mail signature.
The domain that is checked for the public key is based on one of two e-mail headers; Sender and From. If a Sender header is specified, its domain will be the first one checked, otherwise the domain of the From header will be used. Most e-mail clients do not insert a Sender header, so typically the From address would be used.
By default, SendGrid signs all e-mail with Domain Keys to improve its deliverability, however for accounts that do not have Whitelabeling enabled the domain in the From field will not have the proper DNS record to authenticate the e-mail. Because of this SendGrid inserts a Sender header and the e-mail can then be properly authenticated.
{% anchor h2 %} Settings {% endanchor %}| Name | Required | Description |
|---|---|---|
| Domain | Yes | Sets the sender domain. |
| Enable sender header | Yes | Enables the Domain Keys sender header. |
Some ISPs or e-mail clients (such as Hotmail or Outlook) will display a message with the Sender header reading "on behalf of" followed by the address that is in the Sender header. To remove this, do one of the following:
1.Disable the Domain Keys filter in the filters section of your account
2.Upgrade to a package (Silver or higher) that provides Whitelabel support and set up the Domain Keys record in your DNS
Settings may be changed through:


Box Factory
In the factory, boxes are produced automatically.
- A box maker will make boxes for you
- A box baker will... bake boxes for you?
- A pox waker will... now hold on a second.
Statistics
-
Small boxes: 0
-
Small box makers:
-
Baked boxes: 0
-
Box bakers:
-
Waked poxes: 0
-
Pox wakers:
Upgrades
Things you can buy from a shady individual who only accepts special boxes as payment. Among other things.
- You figure out how to stack boxes and thus you can quadruple your box production per click!
- You figure out you can place the boxes side by side as well, quadrupling your box production per click!

- You begin to sell boxes by telling people they're cat traps, and they believe you!
- Turns out people want boxes that comes with cats, and not boxes to obtain cats. So you start to include cats IN the boxes!
- You turn the cats into carriers of the deadly pox, increasing your pox production!
- You were boxing rats this entire time. Oops.
SECRET TESTING AREA BEWARE
Add boxes
Add baked boxes
Add waked poxes
hire box makers
hire box bakers
hire pox wakers


--- layout: post status: publish published: true title: Android - Android Studio > How can I add a "library Project" in Intellij IDEA author: display_name: hojunbaek login: hojunbaek email<EMAIL_ADDRESS>url: '' author_login: hojunbaek author_email<EMAIL_ADDRESS>wordpress_id: 1805 wordpress_url: http://ezcocoa.com/?p=1805 date: '2013-05-16 17:33:43 +0900' date_gmt: '2013-05-16 17:33:43 +0900' categories: - Diary tags: - tool - android - studio comments: [] ---
I don't know when does it release.
That name is Android Studio.
I installed it yesterday. It was organized IntelliJ.
Indeed, I'm just wondering that It would be used by developers.
Anyway. sometime new tool is hard to learn and to make me bothered.
So I always think about that I've to find my tool.
it's also hard. because there is no perfect tool in the world.
That's why it has been still coming new tool.
I've to decide tool which am i gonna using.
Eclipse VS IntelliJ
Which one do you prefer to developer for android?
anyway I am trying to use IntelliJ to developer android application.
so i got new problem that is how can I add a "Library Project" in IntelliJ IDEA.
following description is solution.
------------------------------------------------
ref : http://stackoverflow.com/questions/8884662/how-can-i-add-a-library-project-in-intellij-idea
You need to create a new IDEA module form the existing source code.
Ensure that Android facet is enabled for this module, in the facet settings you need to enable "Is Library Project" option. Then add this module as a dependency to your main module.
------------------------------------------------
Thanks buddy.


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In the future, error correction functions will be available here.
Including


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